APPLIED & ADVANCED BUSINESS RESEARCH

BY DR. HUMA SAMIR AMIR

Employee Satisfaction Survey in KESC & MCB and Comparison

SUBMITTED BY:
Syed Sarosh Ahmed Muhammad Asif
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Immad Ahmed Awan Fawwad Naseem Muhammad Rehan Ashfaque Ahmed

Table of Contents
...............................................................................................................................................2 Table of Contents.....................................................................................................................3 Introduction..............................................................................................................................4 Job Satisfaction.........................................................................................................................4 Definition..............................................................................................................................4 The Statement of Problem........................................................................................................5 Research Objective...................................................................................................................5 Research Questions..................................................................................................................5 Variables of Employee Satisfaction.........................................................................................6 A. Demographic variables...................................................................................................6 B. Work environment variables..........................................................................................6 Secondary Data Analysis.........................................................................................................9 Factors Affecting Job Satisfaction of Employees in Pakistani Banking Sector.................9 Job Satisfaction for Employees: Evidence from KESC....................................................14 References..............................................................................................................................20 Appendix A: Research Questionnaire (Tentative).................................................................21

Introduction
Employee's satisfaction and retention have always been an important issue for employers. The relationship between man and work has always attracted the concentration of philosophers and scientists. A most important part of man's life is spent at work. Work is a social reality and social expectation to which men seem to validate. It not only provides rank to the person but also binds him to the society.

Job Satisfaction
Job satisfaction is an emotional reaction to an employee's work situation. This can be defined as an overall impression about one's job in terms of specific aspects of the job (e.g., compensation, autonomy, colleagues) and it can be connected with specific results, such as productivity.

Definition
The feelings a worker has about his or her job or job experiences in relation to previous experiences, current expectations, or available alternatives (Balzer) Job satisfaction is an attitude people have about their jobs (Chelladurai) A pleasurable or a positive emotional state resulting from the appraisal of one's job or job experience (Locke) The measurement of one's total feelings and attitudes towards one's job (Graham) Any combination of psychological, physiological, and environmental circumstances that causes a person truthfully to say, I am satisfied with my job (Dr. Robert Hoppock) Job satisfaction is often thought to be the gratification of strong needs in the workplace or the degree of discrepancy between what a person expect to receive from work and what that person perceives is actually received. (John b. Miner [2002]) Studies in the area of job satisfaction as an important and popular research topic started decades ago. In research designs it has been used variously as dependent, independent and moderating variables. In 1935, the concept of job satisfaction gained currency through the publication of a monograph by Hoppock on "Job Satisfaction". Hoppock in his monograph defined job satisfaction as "any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job" (AOJ 2009)

According to Robbins, a job satisfaction refers to a person's general attitude towards his or her job. A person with a high level of job satisfaction holds positive approach towards job, while a person who is disappointed with his or her job holds a negative attitude about the job." Job satisfaction is a result of employee's perception of how well their job provides those things that are viewed as important. It is generally recognized in the organizational behavior field that job satisfaction is the most important and frequently studied attitude (CIS2009).

The Statement of Problem

Both organizations are from services industry. One is a recently privatized public utility company while other is a privatized bank which was also nationalized a decade ago. The changing scenarios in both the organization have made it difficult to keep the employee satisfied and have also resulted to create disparity among old employees and the new hires. The changing environment also resulted in taking the ownership of new culture and new work dynamics.

Research Objective
The main purpose of this research report is to identify the validity of major variables of job satisfaction in both organizations environment and also to spot the variables which differ the two organizations in terms of having satisfied employees.

Research Questions
1. What are the key changes in variables which affect the job satisfaction
of employees pre and post of privatization in both organizations?

2. What are the different variables and their importance in driving the job
satisfaction in both organizations?

3. How the job satisfaction in both organizations different from each other?

Variables of Employee Satisfaction

Scientists generally pay attention to two competing sources of workers' job satisfaction.

A.

Demographic variables

Job satisfaction can be related to psychological factors and so numbers of personal factors determine the job satisfaction of the employees. They are as follows Gender Differences: The gender and race of the employees plays important variables of Job satisfaction. Women, the fairer sex, are more likely to be satisfied than their male counterpart even if they are employed in small jobs. But a number of empirical studies on job satisfaction have suggested that female workers have lower level of job satisfaction than their male counterparts and some other studies suggested contrary to it. Education: Education plays a significant determinant of job satisfaction as it provides an opportunity for developing ones personality. The highly educated employees can understand the situation and asses it positively as they possess persistence, rationality and thinking power. Most of the researches on the relationship between education level and job satisfaction yield consistent findings. Especially Griffin, Dunbar & McGill (1978) found that workers with higher educational level would tend to be more satisfied with their job than workers with lower educational level. Age: Worker's age has been found to have a negative impact on worker's job satisfaction (Buzawa, 1984). This means that younger workers are more satisfied with their jobs than their senior counterparts. Job Assignment: The fourth and final variable is the job assignment. A recent study results showed that university graduates were more satisfied with their jobs when these were consistent with their university majors than when these fell outside their fields of interest (Vandenberg & Lance, 1992).

B. Work environment variables

Herzberg (1959; 1966) developed two-factor theory of job satisfaction: "motivation" and "hygiene". According to Herzberg's theory, hygiene issues cannot motivate workers but can minimize dissatisfaction. Hygiene factors include company policies, supervision, salary, interpersonal relations and working conditions. They are variables related to the worker's environment.

By contrast, a worker's job satisfaction was influenced by factors associated with the work itself or by outcomes directly derived from it such as the nature of their jobs, achievement in the work, promotion opportunities, and chances for personal growth and recognition. Because such factors were associated with high levels of job satisfaction, Herzberg referred them as 'motivation factors". Hackman and Oldham (1975) proposed five "core" dimensions for evaluating the immediate work environment constituting the Job Diagnostic Survey UDS. These core dimensions turned out to be associated significantly with job satisfaction and a high sense of workers' motivation. That is, the work environment source consisted of five dimensions, namely those of skill variety, task identity, task significance, autonomy and feedback The most important characteristic that receives huge attention in Hackman and Oldham's study is the meaningfulness of the work Job meaningfulness can be defined as the product of three dimensions: skill variety (activities that challenge skills and abilities); task identity (the extent to which the job requires completion of a "whole", identifiable peace of work); task significance (how substantially the job has impacts on other people's lives. Some important variables are: Wages: Wage can be described as the amount of reward that a worker expects from the job. Wages are an instrument of fulfilling the needs as every worker expects to get an appropriate reward. The wages are supposed to be fair, reasonable and equitable. A feeling of job satisfaction is felt by attaining fair and equitable rewards. Nature of Work: The nature of work has significant impact on the job satisfaction. Job satisfaction is highly influenced by the nature of work. Employees are satisfied with job that involves intelligence, skills, abilities, challenges and scope for greater freedom. Job dissatisfaction arises with a feeling of boredom, poor variety of tasks, frustration and failures. Working Conditions: Employees are highly motivated with good working conditions as they provide a feeling of safety, comfort and motivation. On contrary, poor working conditions brings out a fear of bad health in employees.

Job Content: Factors like recognition, responsibility, advancement, achievement etc can be referred to as job content. A job that involves variety of tasks and less monotonous results delivers greater job satisfaction. A job that involves poor content produces job dissatisfaction. Organizational Level: The jobs that are at higher levels are viewed as

prestigious, esteemed and opportunity for self-control. The employees that are working at higher level jobs express greater job satisfaction than the ones working at lower level jobs. Opportunities for Promotion: Promotion can be reciprocated as a significant achievement in the life. It promises and delivers more pay, responsibility, authority, independence and status. So, the opportunities for promotion determine the degree of satisfaction to the employees. Work Group: There is a natural desire of human beings to interact with others and so existence of groups in organizations is a common observable fact. This characteristic results in formation of work groups at the work place. Isolated workers dislike their jobs. The work groups make use of a remarkable influence on the satisfaction of employees. The satisfaction of an individual is dependent on largely on the relationship with the group members, group dynamics, group cohesiveness and his own need for affiliation. Leadership Styles: The satisfaction level on the job can be determined by the leadership styles. Job satisfaction is greatly enhanced by democratic style of leadership. It is because democratic leaders promote friendship, respect and warmth relationships among the employees. On contrary, employees working under authoritarian and dictatorial leaders express low level of job satisfaction. The job satisfaction can also be determined by other factors like learning, skill autonomy, job characteristics, unbiased attitude of management, social status etc. It is important for managers to consider all these factors in assessing the satisfaction of the employees and increasing their level of job satisfaction. On Job Trainings: This is very important aspect of keeping staff motivated. OJT usually provides employees with learning opportunities and to grow their skills horizontally by getting hands on different work assignments. Performance Evaluation: The job satisfaction can also be determined by having the employees opinion regarding performance evaluation culture. It is not related to only the evaluation but also about the timely intimation and engagement of employees from time to time.

Secondary Data Analysis

Factors Affecting Job Satisfaction of Employees in Pakistani Banking Sector
The sector wise employed labor force for Pakistan is as under which gives us the brief idea of diversification of labor force and the trend of labor force toward a particular sector.

Source: Government Survey The study is conducted by a group of scholars at Iqra University, Islamabad. The focus of this study is to determine the impact of various human resource management practices like job autonomy, team work environment and leadership behavior on job satisfaction. It also investigates the major variables of job satisfaction in Pakistani banking sector. This study further evaluates the level of difference in job satisfaction among male and female employees. The sample of the study consisted of 450 employees working in different banks of Rawalpindi, Islamabad and Lahore through the questionnaire, of which 295 were returned and processed. SPSS was used to analyze the data, using Independent Sample T Test, Correlation and regression analysis. There is a positive and significant link between job satisfaction and human recourse management practices like team work environment, job autonomy and behavior of leadership. From the findings of the study, it is also inferred that male and female workers have significantly different level of job satisfaction. The focus of this study is to determine the impact of various human resource management practices like job autonomy, team work environment and leadership behavior on employee job satisfaction. It also investigates the major variables of job satisfaction in Pakistani banking sector. This study further evaluates the level differences in job satisfaction between male and female employees.

Impact of different factors on job satisfaction has been analyzed in the literature. Some studies focus on demographic variables of workers job satisfaction but, the others relate it with nature of work and working conditions at the workplace. Similarly, fair promotion system in the organization, job autonomy, leadership behavior, social relations and the job itself are also among the important factors of job satisfaction (Dawson, 1987). The effect of rank, age, gender and length of service on job satisfaction of employees was studied by Oshagbemi (2003) for the universities in United Kingdom (UK). The study found individual's rank within the organization as a major predictor of job satisfaction and there was positive and strong correlation between the two. Similarly the length of service was significantly and negatively correlated to the job satisfaction. But the relationship between job satisfaction and age and gender was found to be insignificant for employees of the UK universities. There is a lot of discussion in literature on the role of gender in job satisfaction but, there is a great controversy in the findings of different studies. Some studies found that women employees are more satisfied with their jobs than men employees but, the other studies on the gender issue prove the opposite (Weaver, 1974; Shaprio & Stern, 1975; Forgionne & Peters, 1982; Clark, 1997 and Ward & Sloane, 1998). While discussing the gender aspect of job satisfaction, Cambell et al. (1976) argued that there is a difference between the expectations of men and women regarding their jobs. According to him this difference in expectation may be the cause of difference in the level of job satisfaction between women and men. According to Lee & Ho (1989) participation of employees in decision making process adds positively in employee's job satisfaction. Wilkinson (1996) also noticed that involvement of employees in decision making process is essential in order to get new ideas that come into the minds of active workers. Job satisfaction and work motivation among the managers of Chinese restaurant in Hong Kong was studied by Lam et al. (2001). The result of the study showed that the job itself, work environment and rewards are the important variables of job satisfaction in that industry. They found that turnover intentions have a significant relation with job satisfaction. According to Tanke (1990) unpleasant behaviour of supervisor, dissatisfaction with compensation system and disagreement with human resource practices make employees willing to leave the organization. Using the longitudinal data, Nguyen et al. (2003) studied the variables of job satisfaction by including personal traits, job autonomy, working hours, leadership behavior, actual pay and relative. According to Eason (1989) lack of training, insufficient support of top management and workers union and non-supportive behaviour of supervisors are major impediments in building empowered teams.

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Despite prevalence of out dated system in an organization empowered work teams may work and flourish, but ultimately it will require the revision to improve the organization's system (Emery, 1992). Improper planning is among the biggest mistakes made at the time of team building and attractive reward system is the easiest thing to forget. For the prosperity and survival of self directed teams, intrinsic as well as extrinsic reward systems play a vital role (Hackman, 1990). Chow & Luk (1996) identified good working relationships with supervisors. It is very important to look into the factors behind the declining job satisfaction. Satisfaction level of the employees working as a team is very important because it directly affects their performance on the job. Identification of these factors accurately becomes the key to retain and raise the satisfaction level of the employees (James, 1996). The controversy in the literature, regarding the relationship between level of job satisfaction and gender, leads the following hypothesis: H0: There is no significant difference between men and women' job satisfaction level H1: There is a significant difference between men and women job satisfaction level H2: Autonomy has significant impact on Job Satisfaction H3: Leadership behavior has significant impact on job satisfaction H4: Team work environment has significant impact on job satisfaction Markow & Klenke (2005) and Milliman et al. (2003) documented that leadership spiritually is a major determinant to enhance the employees' efficiency, job satisfaction, and loyalty coupled with a decrease in employees' turnover intentions. According to Hackman and Oldham (1980) job satisfaction is a multifaceted phenomenon that consists of factor such as supervision at work, work itself, compensation and benefits, promotion policies of organization, appraisal and coworkers' attitude. People are much concern about pay and leadership behavior. Patel & Cardon (2010) suggest that having a group culture is a key factor in the extent to which leadership behavior is adopted, as well as how effective adopting HRM practices are for increasing labor productivity and job satisfaction. Gogoi (2005) find that the importance of work spiritually is consistently growing as the spiritual cause leads to strategic benefits to the business unit and due to the significant contribution of team work spiritually. Sample The sample of the study was consisted of 450 employees working in the banking sector in Rawalpindi, Islamabad and Lahore, of which 295 were returned and processed, a 65 percent response rate was achieved. This study examines the relationship between job satisfaction and human resource management practices like job autonomy, leadership behavior and team work environment in Pakistani banking sector by questionnaire. This questionnaire consisted of two parts; the first part consisted of demographic characteristics of employees whereas, the second part measured the job

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satisfaction. Likert scale ranking (5-Point likert scale) was used where 5 is the highest degree of agreement and 1 is least degree of agreement. The statistical package social sciences program (SPSS) was used for the analyses. Regression, Correlation and Independent Sample T-Test are applied for analysis in this study. The survey includes instrument to measure the relationship between job satisfaction and human resource practices, divide into four parts, job satisfaction (six items), job autonomy (three items), leadership behavior (five items) and team work (seven items), where job satisfaction is a dependent variable and remaining three are independent variables. This study was based on primary data. The questionnaire was selfadministered and was distributed among the 450 respondents. Before giving the questionnaires, all questions were explained to the participants so they can easily complete the questionnaire and the relevant results. Only one questionnaire was given to each respondent. The convenient sampling technique was followed for data collection.

Results and Discussion

The main objective of the study is to analyze the relationship of Human resource management practice (autonomy, leadership behavior, team work etc) with job satisfaction. Several tests have been utilized for this analysis and summery of results are given below: It is indicating that male employees are more satisfied with their jobs as compared to female employees. The results of the study have supported in literature and represent almost true socioeconomic values and norms which are dominant in the Pakistan. Women in Pakistan are faced with the problem of less job opportunities as compare to male. Women consider every job opportunity, available to them, a blessing and are accepted whatever they get. Due to these reasons our results seem to be consistent with the real situation prevailing in Pakistan. The results reported represent the significant correlation among all variables by summarizing the values of Pearsons correlation coefficient. It is clear from the result that at 5% level of significance job satisfaction is positively correlated with autonomy as the value of the correlation coefficient 0.377. Leadership behavior is also positively linked with job satisfaction and has statistically significant correlation coefficient 0.476 at 5% level of significance. Value of Pearson Correlation Coefficient is 0.518 which shows that team work and job satisfaction are highly positively correlated. Their relationship is significant as at 5% level of significance. Finally, we can say that job satisfaction is positively and significantly correlated with all three independent variables. Employees are not only more aware but they also have more job opportunities due to expansion of the banking sector. The job satisfaction is no more attached only to autonomy it is also accompanied by leadership behavior and team work environment.

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Show that there is a positive relationship between dependent and independent variables. Although team work is the most important factor affecting job satisfaction, employees give substantial importance to job autonomy and leadership behavior as well. The findings of regression and correlation analysis indicate that job satisfaction is positively and significantly affected with all of three independent variables and employees of Pakistani banking sector respond the variations in these variables significantly for determination of their level of job satisfaction. The results of the study show that the remaining three hypotheses (H2, H3, and H4) are also valid and confirm that autonomy, leadership behavior and team work environment positively related to the level of job satisfaction. These findings are consistent with the work of Garrido et al. (2005) and Lam et al. (2001). Findings of the study indicate that there is a positive relationship between autonomy, leadership behavior and team work environment and job satisfaction. However, leadership and teamwork environment influence more than autonomy on employees' job satisfaction. The results also depict a significant difference of level of job satisfaction between male and female employees. The banking sector in Pakistan is facing a tremendous change for several years. Not only number of new entrants has increased competition among the banks, but economic condition, political instability and energy crises affected on this industry which affected banking sector. As a result, not only their transaction volume is decreasing, but the number of the transactions is also declining. Due to this banking sector is experiencing rapid turnover. The results of this study are not only beneficial for employers in private banks, but are also useful for public banks. Since this study finds that employees weigh more to leadership behavior and team work environment, than autonomy, to enhance their job satisfaction, so the management should focus on leadership behavior to their employees, and should provide them with a good team work environment which will enhance their level of job satisfaction. It will further reduce absenteeism and turnover.

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Job Satisfaction for Employees: Evidence from KESC

By Nousheen, G.M.Herani, M. Mahmud and M. Tariq The research was published in KASBIT Business Journal, (1): 95-104(2009) Introduction: Research has been conducted in order to critically evaluate and examine the level of employees' satisfaction as well as the factors of dissatisfaction among the employees of Karachi Electric supply Corporation (KESC). The purpose of this study is also to observe and analyze the factors which create job dissatisfaction especially among the hardworking managers, and to find out the reasons which make them realize that they don not have a clear career

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path along working with KESC. The primary data for this study was compiled through questionnaire filled in on a one-to-one basis by 60 respondents from a representative sample of employees of (KESC) in Karachi district in the last quarter of 2008. The results have shown that Working Environment, Total Compensation, Growth Opportunities and Training & Development are significant factor and these four are affecting Job Satisfaction and correlated with each others. The study was faced by certain limitations and those limitations included time constraints and resources constraints, which limited this research to only the Karachi Head office of the KESC organization. Lack of job satisfaction is a serious issue in various organizations and job dissatisfaction has become a major obstacle in employees' productivity and company's growth. There are numbers of factors which can create job dissatisfaction among employees but in this study the very critical factors are discussed upon which KESC management should really work on. Keeping in view the importance of job satisfaction in different organizations generally and observing the turnover of employees in KESC particularly, this study has been conducted. The research is focused on employee's job satisfaction in general and KESC employees as particular. Few important variables mentioned here are:

Job insecurity Efficient employees are disappointed of promises which never No career ladder Lack of training and development No rewards or appreciation on any additional effort
Loss of job satisfaction creeps up on people causing burnout, mounting stress and depression. There are many causes and multiple ways to change it, which will be suggested for this study. Scope of Study This study will be helpful to point out the important areas where company HRM lacks in creating job satisfaction. The actions which can motivate employees to perform efficiently and produce quality work. The factors which can create job security. The ways to develop sense of responsibility among employees. A sense of proper planning for training and development of employees. This study brings the attentions of management towards the importance of existence of clearly designed career ladder for employees. materialized

Purpose of Study Research has been conducted in order to critically evaluate and examine the level of employees' satisfaction as well as the factors of dissatisfaction among employees of KESC.

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The purpose of this study is also to observe and analyze the factors which create job dissatisfaction especially among the hardworking managers, and to find out the reasons which make them realize that they don not have a clear career path along working with KESC. Specifically, this study highlights the important points that KESC's top management must consider in order to increase job satisfaction among their employees and to develop loyalty for the company. Literature Review View of job satisfaction is supported by a considerable literature showing that compensation is usually way down in the list of reasons why good people quit their job. Job satisfaction when people feel unhappy, undervalued or unappreciated and they soon leave. Good workers need to have their skills used and tested constantly. If challenge is missing they will soon be missing as well. Job dissatisfaction also occurs when employees' expectation does not match work and reasons of leaving the job can be mismatch between job and person, lack of confidence in company, non-cooperative coworkers, less growth opportunities, stress, lack of respect from supervisor and unclear objectives. Improving employee retention will be more effective over long run than ordinary negative approach of simply reducing turnover. It is exotic that high turnover comes from poor management and low turnover is the result of good management. Employees are asset of an organization and frequent quality of employees will affect the goodwill of an organization. This literature can be verified by Pressler and Majju. As we know that employee dissatisfaction leads to burnout, it is the psychological condition of an employee brought about by undervalues work stress. Burnout happens for several reasons like workload, lack of control, insufficient rewards. It occurs when unrealistic tasks are given which are not achievable. Employees suffer with burnout when job requirements are not made clear, when bosses expect employees to be superhuman and complete enormous amount of work with too little time and inadequate resources and job stress lead to physical illness. Employees become de-motivated when there is lack of performance appraisal, when they feel that doing more or less will give the same rewards. Symptoms of job burnout are intense frustration and unhappiness will eventually lead to anger. An employee may notice that his or her performance is declining and perhaps will not care either way. Excessive absenteeism, lack of interest in work, lack of quality and quantity of work and off the job work means misusing company facility for personal use are also strong symptoms of job dissatisfaction. One way to turn around is for the employee to reward himself / herself a few times throughout the day. A company's success mostly depend on employees' performance so a fair performance appraisal should be conducted regularly which lead to improvement of work quality and decrease of job dissatisfaction. This can be further studied in the literature (Marshidha; Scott 2009). Numerous researchers have worked on why good workers leave their job. The job or workplace was not expected. Managers misrepresent pay deals, hours

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are not as promised, training or promotions don't come through. At their root, these complaints means expectations are not met. People generally assume that fixing the reasons employees give for leaving will result in higher retention rates. Leavers more likely to focus behavior, job challenges, lack of flexibility and non-measurement of work (Branham; Newstorm 2009; Misbach). We know that employee satisfaction and retention is not only the matter of money but the feeling experienced at work, work environment, supervision, good communication, clear job description, involvement of employees in decision making, growth opportunities respect by supervisors, motivation by management and fair performance appraisal leads to job satisfaction and employee retention (Krigar; Johson; Hudy; Zimmer) Conceptual Framework The Job Satisfaction models have been drawn mainly from Lawler, E.E. (2001) process model which dominated the early research on Job Satisfaction. Five main variables in our research are The dependent variable "Job Satisfaction" is our dependent variable The independent variable

Work Environment Total Compensation Growth Opportunities Training & Development

Research Methodology Data was collected, to achieve the results for objectives, scope and hypothesis of this study. For the collection of data, there are two types of references and resources, primary and secondary. In order to collect primary data, methods of inquiries can be case study, statically method and sample survey method. In this study convenient Technique known as Purposive Sampling Survey is applied based upon structural questionnaire. The primary data for this study was compiled through questionnaire filled in on a one-to-one basis by 60 respondents from a representative sample of employees of KESC, in Karachi district in the last quarter of 2008. In this research the 'Population' is the category of employees who were General Managers, Deputy General Managers, Managers, Assistant Managers and Officers from the KESC head office. The list of respondents was got from a representative of KESC office. While selecting the respondents randomly survey was conducted from areas of typical nature in order to get complete information about the whole district. Research Methods and Instruments

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In order to collect the data on the prescribed closed-ended questionnaire. Job was also difficult in the sense that respondents hesitated to cooperate with strangers due to privacy and bad conditions of law and order situation in Karachi. Questionnaire used is self-administered based on Likert scale format with a five point response scale. In this the Data analysis through SPSS. The hypothesis was tested through multiple regressions. The equation for regression analysis is: Job Satisfaction = Po + $1 (Working Environment) + $2 (Total Compensation) + $3 (Growth Opportunities) + $4 (Training & Development) Hypothesis: H1: There is positive Impact between Working Environment and Job Satisfaction in KESC H2: KESC is providing Fair Compensation Package to employees H3: There is Growth Opportunities involves in Job Satisfaction in KESC H4: There is Proper Planed Training & Development in KESC The data was analyzed through SPSS software by using correlation and regression. The t value for Working Environment is 2.281; Total Compensation 2.101; Growth Opportunities 2.089; and Training & Development 1.912. In all the above variables t value is lesser than 2.5. According to the rules if t value is lesser than 2.5 (2.5>t) than null hypothesis will be accepted and alternate hypothesis will be rejected. According to the statistical analysis the managers feel that they are not provided a working environment which is really positively competitive and productive due to which their motivation level is decreased. The KESC employees strongly disagree on the fact that company has clear organization policies regarding Total Compensation Package. When the Respondents are asked regarding Growth Opportunities of them, they replied that they don't see any growth opportunities in KESC. A major percentage of employees expressed their concern for their training and development according to their need, analysis and requirement of job tasks but KESC do not consider Training & Development as an important factor. Results and Discussions Hypothesis H1: There is positive Impact b/w Working Environment and Job Satisfaction in KESC. REJECTED. H2: There is providing Fair Compensation Package in KESC. REJECTED. H3: There is Growth Opportunities involves in Job Satisfaction in KESC. REJECTED. H4: There is Proper Planed Training & Development in KESC. REJECTED.

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Conclusions According to the statistical analysis, the managers feel that they are not provided a working environment, which is really positively competitive and productive due to which their motivation level is decreased. The employees feel satisfied when they are well aware of the company Compensation policies and they feel that they are treated fairly by the management in whatever the case may be. But here in KESC all employees strongly disagree on the fact that company has clear organization Compensation policies. When an employee does not find the exposure to grow in job then becomes demotivated and dissatisfied because feel that no matter whatever extra effort one does, but would not grow the way one deserves. When the managers were asked regarding this fact, they replied that they don't see any growth opportunities in KESC. Periodical promotions on the basis of appraisals are the most effective factors in motivating employees. But it is found that people are really de-motivated regarding this fact. They clearly said that their work is not being evaluated by the management. There is no such policy of promotion on the basis of performance or on the basis of further qualification. Those organizations, which have their proper regular training & development program for their employees are more productive than those who do not consider Training and Development as an important factor. A major percentage of employees expressed their concern for their training and development according to their need analysis and requirement of job tasks.

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References
Buzawa, E. S. (1984). Determining patrol officer job satisfaction: The role of selected demographic and job-specific attitudes. Criminology, 22, 61-81 Griffin, G. R., Dunbar, R. & McGill, M. (1978). Factors associated with job satisfaction among police personnel. Journal of Police Science and Administration, 6, 77-85. Herzberg, F. (1976). The managerial choice: To be efficient and to be human. Homewood, IL: Dow Jones-Irwin. Herzberg, F., Mausner, B., & Snyderman, B. (1959). The motivation to work. New York: Wiley Jayaratne, S. T (1993). The antecedents, consequences, and correlates of job satisfaction. In RT Golembiewski (Ed.), Handbook of organizational behavior (pp. 111-134). New York: Marcel Dekker Inc. J. R. & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied Psychology, 60, 159-170. Prof. Yunki KIM, Ph.D., Korea. The Determination of Employee Satisfaction Reiner, M.D. & Zhao. J. (1999). The Variables of job satisfaction among United States Airforce Security Police Review of Public Personal Administration, 19, 5-8 Misbach, Tom. Three Signs of Miserable Job. www.hotjobs.yahoo.com) Newstorm . 2009. Addressing Quality Of Life and Workers Retention. Newstorm Press release, 2009 (Available at www.business.rice..edu;julianguyen@rice.edu Marshidha, C.K. Employee Dissatisfaction Leads to Burnout. Kozhikode: ICFAJ National College. (Available at: www.hinduonnet.com). Scarpello, V., and J.P. Campbell. 1983. Job Satisfaction and the Fit between Individual Needs and Organizational Rewards. Journal of Occupational Psychology, 56:315-328 Zimmer. Employeemotivation. (www.tenonline.org/art/9611/html) Pressler E.C. Why Good People Leave Job. Available at (www.bankersonline.com)

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Appendix A: Research Questionnaire (Tentative)

1) The pay package is sufficient to meet my necessary expenses. 2) I have good opportunity for improvement in my job.

3) I feel comfortable with my colleagues.

4) The working hours are flexible. 5) There is no leg pulling in my office. 6) Good training programs are being held by the HR management. 7) The performance appraisal program is very fair. 8) There is no difficulty in taking leaves. 9) I receive reasonable annual increments. 10)I am happy with my job. 11)I handle my job responsibilities as a challenge. 12)Most of the time I do routine work. 13)The opportunities of promotion are quite admirable. 14)My salary is quite suitable with my qualification. 15)My boss does not delegate powers. 16)My boss is fair to his employees. 17)The fair job rotation system is followed by the HR management. 18)My job responsibilities match with my job description. 19)The work distribution is equally fair among the employees. 20)There is no gender favoritism.

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